The HSMA programme has delivered significant impacts, boosting capacity and fostering meaningful collaborations.
Both the individuals and Trusts involved in the HSMA training are seeing significant operational benefits from the projects they are part of. But a key goal of the programme is also to create changes that can have a wider influence on teams within the NHS in effective, sustainable and long-lasting ways.
You can find examples of these principles below, a list that we will be adding to as the findings and effects from the first cohort of Health Service Modelling Associates begin to ripple through the system.
Creating a network of support
Participants in the HSMA programme have been encouraged to support and cooperate with each other, building relationships that can help develop their skills once the formal training programme has ended.
By networking with colleagues from across the region, HSMAs have been able to discuss common problems, share ideas on how to resolve them, and tackle projects that cross organisational boundaries.
The Health Service Modelling Associates have also created a formal series of webinars to provide continued support. These sessions are providing opportunities for both support and collaboration on a regular basis.
"The collaborative working undertaken in this project has been invaluable to us as an organisation."
Rob Love | Business Change Manager, Plymouth Hospitals NHS Trust
Each Health Service Modelling Associate received training to allow them to tackle difficult questions in their own organisations.
Supported by their mentors, they have been schooled in the ‘softer’ skills that are vital in the modelling process. These include process mapping, conceptual modelling, working with stakeholders, and presenting evidence.
But the power of that training hasn’t stopped with individual HSMAs.
The cohort have been encouraged to share their learning within their teams and with other organisations in their network. This dissemination of skills and knowledge is helping to increase awareness of the potential of modelling in the NHS and identify opportunities for new projects.
In one example, the South Western Ambulance Service has been asked to model all planned acute service changes - so the potential impacts can be understood and managed.
By building capacity within healthcare organisations, the HSMA programme is helping to foster a culture in which operational modelling methods become routinely used.